I'm strategic director for customers and communities, which covers services from fire and adult and community learning to libraries and trading standards. All of this involves working very closely with a range of partners.

You're going to be interim chief executive of Mole Valley district council in addition to your role at Surrey – how will you manage your time?

I'm going to spend three days a week at Mole Valley. I won't be able to manage all of my existing roles so my responsibility for fire and rescue and culture services will pass on to other directors. Some of my other responsibilities, such as for community safety and partnership working, will work well across both jobs. Trading standards, for example, is already something we do in partnership with Mole Valley. At this moment in time, it's the right move and so we said 'let's give this a go'.

You won't be receiving any extra pay – why did you want to do it?

We work very closely with Mole Valley, and each Surrey director has links with district councils, so for me it's a logical extension of what we do already. It's a model we want to build on; closer joined up working, better value for the councils and residents. Personally, it's an exciting added dimension to my role and it caught my imagination. It's a fantastic opportunity at this point in my career – and I like a challenge.

Are there any issues you forsee in the plan?

Surrey is an upper tier authority so it has different responsibilities to Mole Valley, which has responsibilities for housing benefit for example, that I'm going to have to get to grips with. It's a different realm, but it all works well together. In Surrey, working to support families meant liaising with the district council, so now it makes sense that I have a foot in both camps. I've worked on a broad church of projects and picking up new things quickly is a strength.

Both organisations will remain independent, but teams on both councils have been very supportive – it's not about a takeover. It's an interim role, so we'll go through priorities and out of that we'll develop a plan.

Have you always worked in local government?

Apart from a couple of years running an equestrian yard, I've always worked in local government. My background is in trading standards.

What have you learnt about leadership through your career?

I'm a people-orientated person and listening to staff is important, as is taking them with you. You need to be firm but fair and be willing to take difficult decisions. You're never going to please everyone but earning trust is hugely important.

You oversaw the shared initiative that brought the Olympic cycle races to Surrey – are you doing more on this?

We're already working on the legacy. In September we have the Tour of Britain and the RideLondon cycling festival. We worked so closely with police and health teams – it took a considerable amount of engagement. It's absolutely a launch pad for more things – and far more than just cycling – whether business, sporting or culture.

How do you relax?

I have four horses and they play a big, big part of my life. They keep me sane. Whatever time it is, when I go to muck them out, I can switch off and take a breather.